Session "Comparing Ways to Scale Agile" at the LAST Conference 2014 in Melbourne, Australia.
These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other.
This session will give an overview and comparison of all the different Agile scaling approaches out there, e.g.:
* Scaled Agile Framework (SAFe)
* Evidence-Based Management (EBMgt)
* Disciplined Agile Delivery (DAD)
* Enterprise Transition Framework (ETF)
* Large-Scale Scrum (LeSS)
* ScALeD Agile Lean Development
* Scaling Agile @ Spotify (SA@S)
* Product Development Flow by Reinertsen (PDFbyR)
10. OverviewThesearethescalingapproachesIexploredandcomparedsofar.
SAFeinteractiveknowledgebasefor
implementingagilepracticesatenterprise
scale
Agilelandscapeforenterpriseswith
portfolioKanban,Scrumteams,and
ExtremeProgrammingtechniques
DeanLeffingwell +more
AgileSoftwareRequirements
byDeanLeffingwell
ScaledAgileFramework
it’s a
idea
peoplebehind this
main book/article
hierarchywiththreelevels:epicsonportfoliolevel,featuresonprogramlevel,stories
onteamlevel
minimumunitofpeopleistheAgileReleaseTrain(50-125persons)
wantstohaveanswersupfrontforeverything(leadership,architecture,portfolio,
teams,culture,etc.)
allofthem,e.g.,businessowners,release
trainengineer,productmanagers,system
architects,UXprofessionals,development
management,andmanymore
roles
key aspects
http://scaledagileframework.com
home
SAFe
ScaledAgileFramework
some
diagrams
SAFeScaledAgileFramework
DADagoverned,hybridapproachthat
providesasolidfoundationfromwhichto
scaleagilesolutiondeliverywithin
enterprise-classorganisations
Buildingonmainstreammethods
istheDADprocessdecisionframework,
providinganend-to-endapproachforagile
softwaredelivery.ScottAmblerandMarkLines
+more
DisciplinedAgileDelivery
byMarkLinesandScottAmbler
DisciplinedAgileDelivery
it’s a
idea
peoplebehind this
main book/article
people-first,learningoriented,hybrid,fulldeliverylifecycle,processgoaldriven,
solutionfocused,risk-valuelifecycle,enterpriseaware
definedlife-cycle(inception,construction,transition)
mashesScrum,XP,Kanban,LeanStartup,Outside-insoftwaredevelopment,AgileData,
AgileModeling(AM),UnifiedProcess
primary(stakeholder,productowner,
teammember,teamlead,architecture
owner) andsecondary(specialist,domain
expert,technicalexpert,independent
tester,integrator)
roles
key aspects
http://disciplinedagileconsortium.org
home
DAD
DisciplinedAgileDelivery
some
diagrams
DAD
DisciplinedAgileDelivery
DAD Exploratory Lifecycle
Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org
Observe &
Measure
Deploy
Measure
Productize
Build a
Little
Envision
Keep going
Hypothesis
Pivot
Proven
Idea
Disproven
Idea
This lifecycle is followed by agile or lean teams that find themselves in startup or research
situations, typically when their stakeholders do not understand what their potential user base wants.
Development proceeds via a series of quick learning experiments designed to home in on what
stakeholders actually want.
This lifecycle is often a replacement for the Inception phase of other DAD life cycles
About this lifecycle:
Options
Copyright 2014 Disciplined Agile Consortium
DAD Continuous Delivery Lifecycle
This lifecycle is best utilized by Product Teams.
The Inception Phase occured in the distant past, and is, in fact,
an historical artifact unless the product vision changes.
The Transition Phase has become an activity rather than an
explicit phase through automation and discipline.
Supports DevOps by streamlining continuous delivery of con-
sumable solutions to stakeholders.
About this lifecycle:
Work items are
pulled when
capacity is available
to address them
Replenishment
modeling session
Copyright 2014 Disciplined Agile Consortium
Operate and
support solution
in production
Enhancement Requests
and Defect Reports
Daily work
Retrospective
Demo
Release
solution
Coordination
Meeting
Construction T
Continuous stream of development
Sufficient functionality
New
Work
Feedback
Learnings
Strategy
Production ready
Delighted stakeholders
Expedite
Fixed Delivery Date
Intangible
New
Features
Business Value
Options
Expedite
Fixed Delivery Date
Intangible
Work items are
pulled when
capacity is available
to address them
Replenishment
modeling session
Operate and
support solution
in production
Enhancement Requests
and Defect Reports
New
Features
Initial
Requirements
Initial
Architectural
Vision
Initial
modeling,
planning, and
organization
Daily work
Retrospective
Demo
Release
solution into
production
Coordination
Meeting
Construction Transition
Continuous stream of development
Stakeholder vision Sufficient functionality
New
Features
Feedback
Learnings
Strategy
Inception
Production ready
Delighted stakeholders
Proven architecture
Identify, prioritize,
and select projects
Envision the
future
This lifecycle is best utilized by mature teams who need to release regularly,
leading towards a continuous delivery strategy using a Lean approach.
Development activities (e.g. demos, retrospectives, requirements elicitation,
...) occur as needed in a continuous manner throughout construction.
Work is prioritized and pulled into the team on a just-in-time basis.
Work in progress is minimized.
About this lifecycle:
Business Value
Identify, prioritize,
and select projects
Identify, prioritize,
and select projects
Identify, prioritize,
and select projects
Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org
DAD Advanced/Lean Lifecycle
This Scrum-based lifecycle is typically used by project teams new to agile software
development.
The team produces a consumable solution at the end of each construction iteration
(typically 1-3 weeks in length).
Work items are typically prioritized based on a combination of business value and
technical risk.
About this lifecycle:
Highest-Priority
Inception Construction Transition
Operate and
support solution
in productionInitial Vision
and Funding
Iteration
Daily
Work
Consumable
Solution
Daily Coordination
Meeting
Iteration review &
retrospective: Demo to
stakeholders, determine
strategy for next iteration, and
learn from your experiences
Funding &
Feedback
Tasks
Initial
Requirements
and Release
Plan
Initial
modeling,
planning, and
organization
Initial
Architectural
Vision
Consumable
Solution
Release
solution into
production
One or more short iterations Many short iterations producing a potentially consumable solution each iteration
One or more
short iterations
Stakeholder vision
Proven architecture
Sufficient functionality
Production ready
Project viability
(several)
Delighted stakeholders
Envision the
future
Business Roadmap,
Technology Roadmap
Enhancement Requests
and Defect Reports
Backlog
Work Items
Iteration planning
session to select work
items and identify work
tasks for current iteration
Iteration
Work
Items
Identify, prioritize,
and select projects
Identify, prioritize,
and select projects
Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org
DAD Basic/Scrum-Based Lifecycle
EBMgtEBMgt…isanapproachtomanaging
softwareorganisationsforthevaluethey
delivertotheorganizationasawhole.
WhatScrumisforsoftware
development,EBMgtisforwhole
organisations;usingScrumtochangeon
organisationallevel.KenSchwaber&GuntherVerheyen
+more
"TheAgilityGuidetoEvidence-Based
Change"byKenSchwaber
(2014,http://www.ebmgt.org/portals/agilitypath/The%20Agility
%20Guide%20v1.5.pdfversion1.5http://www.ebmgt.org/Agility-Guide)
The Agility Guide to
Evidence-Based Change
Using Scrum to Transform Your Enterprise
Version 1.5
Developed and sustained by Ken Schwaber & Scrum.org
Evidence-BasedManagement™
it’s a
idea
peoplebehind this
main book/article
measure,diagnose,andimproveareitemsinaniterativecycle(inspectandadapt)
differentdomainsaddressedbyapproach:enterprise,process,productivity,quality,
value
measurewithmetricstimetomarket,value,andabilitytoinnovate
thesemetricsaresocalled"directevidenceofvalue",hencethenameEBMgt,in
contrasttocircumstantialevidencelike"AredoingalltheScrummeetings?”
metricresultsarecombinedinAgileIndex(singlenumber)
diagnosisisindividualforeachorganisation
SM,PO,ChangeTeam(SingleEnterpriseand
severalDomainAgilityTeams)
roles
key aspects
EBMgt
Evidence-BasedManagement™
http://ebmgt.org
home
some
diagrams
EBMgt
Evidence-BasedManagement™
ETFTheEnterpriseTransitionFramework
…leadsandsupportsanorganization
throughtheprocessofbecomingmore
Agile.
Assessment,strategy,pilotphase,rollout
aspartofaninspectandadaptlifecycle
AndreaTomasiniandMartinKearns
+more
AgileTransition-Whatyouneedto
knowbeforestarting
byAndreaTomasiniandMartinKearns
EnterpriseTransitionFramework™
it’s a
idea
peoplebehind this
main book/article
pilotprojects
traininternalcoaches
Agilestrategymap
independentoforganisation'ssize
analysisofvision&strategy,organisation&structure,people&skills,products&
technology
leadershipteam
roles
key aspects
http://www.agile42.com/en/agile-transition/etf
home
ETF
EnterpriseTransitionFramework™
some
diagrams
ETFEnterpriseTransitionFramework™
LeSS
Large-scaleScrumisregularScrum
appliedtolarge-scaledevelopment.
regularScrumappliedtolarge-scale
developmentCraigLarmanandBassVodde
ScalingLeanAndAgile
byCraigLarmanandBasVodde
Large-ScaleScrum
it’s a
idea
peoplebehind this
main book/article
twoframeworks:lessorequal10teams,andmorethan10teams
pureScrum-everythingelsehastobeevolvedindividuallyperorganisation
Scrumrolesplus
AreaPO(onlyin>10)
roles
key aspects
http://www.craiglarman.com/wiki/index.php?title=Large-Scale_Scrum
home
LeSS
Large-ScaleScrum
some
diagrams
LeSSLarge-ScaleScrum
Scaling Agile @ Spotify
with Tribes, Squads, Chapters & Guilds
Henrik Kniberg & Anders Ivarsson
Oct 2012
Dealing with multiple teams in a product development organization is always a challenge!
One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite
having scaled to over 30 teams across 3 cities.
Spotify is a fascinating company that is transforming the music industry. The company has only existed 6
years and already has over 15 million active users and over 4 million paying. The product itself can be
likened to “a magical music player in which you can instantly find and play every song in the world”.
Alistair Cockburn (one of the founding fathers of agile software development) visited Spotify and said “Nice -
I've been looking for someone to implement this matrix format since 1992 :) so it is really welcome to see.”
So how is this managed?
We have both presented at conferences and been caught in engaging discussions around how we work at
Spotify and how the company handles agile with hundreds of developers. Many people are fascinated by
this, so we decided to write an article about it.
Disclaimer: We didn’t invent this model. Spotify is (like any good agile company) evolving fast. This article
is only a snapshot of our current way of working - a journey in progress, not a journey completed. By the
time you read this, things have already changed.
1/14
Oneofthemostimpressiveexamples[fordealingwithmultiple
teamsinaproductdevelopmentorganization]…isSpotify
autonomy,mastery,purpose
resultinhigh-performanceteams
allofSpotify'semployees(spreadingtheword:
HenrikKniberg,AndersIvarsson,andJoakimSundén)
ScalingAgile@SpotifybyHenrikKnibergand
AndersIvarsson(10.2012,https://dl.dropboxusercontent.com/u/
1018963/Articles/SpotifyScaling.pdf)
ScalingAgile@Spotify
it’s a
idea
peoplebehind this
main book/article
SA@S
I made this acronym up!
Scrum,Kanban,XP,hybridsatteamlevel(teamsarefreetochose)
autonomoussquads
specialinterestgroupscalledchapterstoaddressmastery
severalsquadsformtribes(20-100ppl)
measurablequarterlygoalsforsquads
dedicatedPOpersquad;Agilecoachingasneeded;
stablefeatureteams;chapterlead;tribelead
roles
key aspects
…
home
ScalingAgile@Spotify
SA@S
I made this acronym up!
some
diagrams
ScalingAgile@Spotify
SA@S
I made this acronym up!
“Big Projects”
57
https://dl.dropbox.com/u/1018963/Articles/HowSpotifyBuildsProducts.pdf
asetofguidingprinciples
autonomy,mastery,purpose
resultinhigh-performanceteams
PeterBeck,MarkusGärtner,Christoph
Mathis,StefanRoock,AndreasSchliep
…
ScALeDAgileLeanDevelopment
it’s a
idea
peoplebehind this
main book/article
ScALeD
Woohoo, it’s a recursive acronym!
principlesinthecategoriesexcitedcustomers,happyandproductiveemployees,global
optimisation,supportiveleadership,continuousimprovement
readslikeamanifestforAgilescaling
…
roles
key aspects
http://scaledprinciples.org
home
ScALeDAgileLeanDevelopment
ScALeD
Woohoo, it’s a recursive acronym!
some
diagrams
ScALeDAgileLeanDevelopment
ScALeD
Woohoo, it’s a recursive acronym!
sorry, no
diagrams
so far
anewparadigm
…thedominantparadigmformanagingproduct
development…isaswrongaswewereinmanufacturing,
beforetheJapaneseunlockedthesecretoflean
manufacturing.Ibelievethatanewparadigmisemerging,
onethatchallengesthecurrentorthodoxyofproduct
development.
DonReinertsen
ProductDevelopmentFlow
byDonReinertsen
ProductDevelopmentFlowbyReinertsen
it’s a
idea
peoplebehind this
main book/article
PDFbyR
I made this acronym up!
majorthemesareeconomics,queues,variability,batchsize,WIPconstraints,cadence
&synchronisation&flowcontrol,fastfeedback,decentralisedcontrol
severalprinciplesforeachofthemajorthemes
…
roles
key aspects
http://reinertsenassociates.com
home
ProductDevelopmentFlowbyReinertsen
PDFbyR
I made this acronym up!
some
diagrams
sorry, no
diagrams
so far
ProductDevelopmentFlowbyReinertsen
PDFbyR
I made this acronym up!
SAFe
DAD
EBMgt
ETF
LeSS
SA@S
ScALeD
PDFbyR
16. some
diagrams
DAD
DisciplinedAgileDelivery
DAD Exploratory Lifecycle
Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org
Observe &
Measure
Deploy
Measure
Productize
Build a
Little
Envision
Keep going
Hypothesis
Pivot
Proven
Idea
Disproven
Idea
This lifecycle is followed by agile or lean teams that find themselves in startup or research
situations, typically when their stakeholders do not understand what their potential user base wants.
Development proceeds via a series of quick learning experiments designed to home in on what
stakeholders actually want.
This lifecycle is often a replacement for the Inception phase of other DAD life cycles
About this lifecycle:
Options
Copyright 2014 Disciplined Agile Consortium
DAD Continuous Delivery Lifecycle
This lifecycle is best utilized by Product Teams.
The Inception Phase occured in the distant past, and is, in fact,
an historical artifact unless the product vision changes.
The Transition Phase has become an activity rather than an
explicit phase through automation and discipline.
Supports DevOps by streamlining continuous delivery of con-
sumable solutions to stakeholders.
About this lifecycle:
Work items are
pulled when
capacity is available
to address them
Replenishment
modeling session
Copyright 2014 Disciplined Agile Consortium
Operate and
support solution
in production
Enhancement Requests
and Defect Reports
Daily work
Retrospective
Demo
Release
solution
Coordination
Meeting
Construction T
Continuous stream of development
Sufficient functionality
New
Work
Feedback
Learnings
Strategy
Production ready
Delighted stakeholders
Expedite
Fixed Delivery Date
Intangible
New
Features
Business Value
Options
Expedite
Fixed Delivery Date
Intangible
Work items are
pulled when
capacity is available
to address them
Replenishment
modeling session
Operate and
support solution
in production
Enhancement Requests
and Defect Reports
New
Features
Initial
Requirements
Initial
Architectural
Vision
Initial
modeling,
planning, and
organization
Daily work
Retrospective
Demo
Release
solution into
production
Coordination
Meeting
Construction Transition
Continuous stream of development
Stakeholder vision Sufficient functionality
New
Features
Feedback
Learnings
Strategy
Inception
Production ready
Delighted stakeholders
Proven architecture
Identify, prioritize,
and select projects
Envision the
future
This lifecycle is best utilized by mature teams who need to release regularly,
leading towards a continuous delivery strategy using a Lean approach.
Development activities (e.g. demos, retrospectives, requirements elicitation,
...) occur as needed in a continuous manner throughout construction.
Work is prioritized and pulled into the team on a just-in-time basis.
Work in progress is minimized.
About this lifecycle:
Business Value
Identify, prioritize,
and select projects
Identify, prioritize,
and select projects
Identify, prioritize,
and select projects
Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org
DAD Advanced/Lean Lifecycle
This Scrum-based lifecycle is typically used by project teams new to agile software
development.
The team produces a consumable solution at the end of each construction iteration
(typically 1-3 weeks in length).
Work items are typically prioritized based on a combination of business value and
technical risk.
About this lifecycle:
Highest-Priority
Inception Construction Transition
Operate and
support solution
in productionInitial Vision
and Funding
Iteration
Daily
Work
Consumable
Solution
Daily Coordination
Meeting
Iteration review &
retrospective: Demo to
stakeholders, determine
strategy for next iteration, and
learn from your experiences
Funding &
Feedback
Tasks
Initial
Requirements
and Release
Plan
Initial
modeling,
planning, and
organization
Initial
Architectural
Vision
Consumable
Solution
Release
solution into
production
One or more short iterations Many short iterations producing a potentially consumable solution each iteration
One or more
short iterations
Stakeholder vision
Proven architecture
Sufficient functionality
Production ready
Project viability
(several)
Delighted stakeholders
Envision the
future
Business Roadmap,
Technology Roadmap
Enhancement Requests
and Defect Reports
Backlog
Work Items
Iteration planning
session to select work
items and identify work
tasks for current iteration
Iteration
Work
Items
Identify, prioritize,
and select projects
Identify, prioritize,
and select projects
Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org
DAD Basic/Scrum-Based Lifecycle
26. Scaling Agile @ Spotify
with Tribes, Squads, Chapters & Guilds
Henrik Kniberg & Anders Ivarsson
Oct 2012
Dealing with multiple teams in a product development organization is always a challenge!
One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite
having scaled to over 30 teams across 3 cities.
Spotify is a fascinating company that is transforming the music industry. The company has only existed 6
years and already has over 15 million active users and over 4 million paying. The product itself can be
likened to “a magical music player in which you can instantly find and play every song in the world”.
Alistair Cockburn (one of the founding fathers of agile software development) visited Spotify and said “Nice -
I've been looking for someone to implement this matrix format since 1992 :) so it is really welcome to see.”
So how is this managed?
We have both presented at conferences and been caught in engaging discussions around how we work at
Spotify and how the company handles agile with hundreds of developers. Many people are fascinated by
this, so we decided to write an article about it.
Disclaimer: We didn’t invent this model. Spotify is (like any good agile company) evolving fast. This article
is only a snapshot of our current way of working - a journey in progress, not a journey completed. By the
time you read this, things have already changed.
1/14
Oneofthemostimpressiveexamples[fordealingwithmultiple
teamsinaproductdevelopmentorganisation]…isSpotify
autonomy,mastery,purpose
resultinhigh-performanceteams
allofSpotify'semployees(spreadingtheword:
HenrikKniberg,AndersIvarsson,andJoakimSundén)
ScalingAgile@SpotifybyHenrikKnibergand
AndersIvarsson(10.2012,https://dl.dropboxusercontent.com/u/
1018963/Articles/SpotifyScaling.pdf)
ScalingAgile@Spotify
it’s a
idea
peoplebehind this
main book/article
SA@S
I made this acronym up!
37. 0
2
4
6
8
10
SAFe DAD EBMgt ETF LeSS SA@S ScALeD PDFbyR
10101010
55
00
Comparison: Scaling
Howdoesthisscalingapproachactuallyhandlescaling,i.e.alineartransformationthatenlargesobjects,onascale
from0(doesnotscale,i.e.worksonlywithsuperbigorgs)to10(doesscale,i.e.workswithverysmallorgs)?
What I mean is: does it work with 2 teams?